(USC), Steven B. Sample; foreword by Warren
Bennis (2002).
The Contrarian's Guide to Leadership. (San Francisco,
CA: Jossey-Bass, 192 p.). President, University of Southern
California. Leadership.
(Young & Rubicam), Peter Georgescu, with David
Dorsey; foreword by Ram Charan (2005).
The Source of Success: Five Enduring Principles at the Heart of
real Leadership. (San Francisco, CA: Jossey-Bass, 208
p.). Chairman Emeritus (Young & Rubicam). Leadership; Success.
Laurence D. Ackerman (2000).
Identity Is Destiny: Leadership and the Roots of Value Creation.
(San Francisco, CA: Berrett-Koehler Publishers, 220 p.). Group
Director of Siegel & Gale. Corporate image; Leadership.
Organization's underlying
identity contains key to creating value, drives success of
corporation; "laws of identity" - help managers be
authentic leaders, recruit employees who flourish, develop
product mix that meets customer needs, highlights talents of
organization.
James A. Autry (1991).
Love and Profit: The Art of Caring Leadership. (New
York, NY: Morrow, 213 p.). Job enrichment; Caring; Interpersonal
relations; Organizational change.
Bruce J. Avolio, Fred Luthans (2005).
The High Impact Leader: Moments Matter in Accelerating Authentic
Leadership Development. (New York, NY: McGraw Hill, 273
p.). Professor of Leadership (University of Nebraska), Director
of the Gallup Leadership Institute and a Gallup Senior
Scientist; Professor of Management (University of Nebraska),
Gallup Senior Scientist. Leadership. How to develop, leverage
leadership strengths into positive, lasting improvement for you
and the organization.
Jospeh L. Badaracco (2002).
Leading Quietly: An Unorthodox Guide To Doing the Right Thing.
(Boston, MA: Harvard Business School Press, p.). Leadership.
James A. Belasco & Ralph C. Stayer (1993).
Flight of the Buffalo: Soaring to Excellence, Learning to Let
Employees Lead. (New York, NY: Warner Books, 355 p.).
Leadership; Management--Employee participation.
Warren Bennis (1989).
Why Leaders Can't Lead: The Unconscious Conspiracy Continues.
(San Francisco, CA: Jossey-Bass, 169 p.). Leadership; Social
change; United States--Civilization--20th century; United
States--Social conditions.
--- (2003).
On Becoming a Leader: The Leadership Classic--Updated And
Expanded. (Reading, MA: Perseus Books, 256 p. [orig.
pub. 1989]). Leadership; Leadership--Case studies.
Ed. Warren Bennis, Gretchen M. Spreitzer,
Thomas G. Cummings (2001).
The Future of Leadership: Today's Top Leadership Thinkers Speak
to Tomorrow's Leaders. (San Francisco, CA: Jossey-Bass,
316 p.). Leadership; Organizational effectiveness;
Organizational change; Management.
Warren G. Bennis, Robert J. Thomas (2002).
Geeks and Geezers: How Era, Values, and Defining Moments Shape
Leaders. (Boston, MA: Harvard Business School Press,
p.). Leadership; Executive ability; Executives--Biography.
Warren Bennis & Burt Nanus (2003).
Leaders: Strategies for Taking Charge. (New York, NY:
HarperBusiness, 235 p. [2nd ed.]). Leadership; Executive
ability.
Warren Bennis and Robert Townsend (1995).
Reinventing Leadership: Strategies To Empower the Organization.
(New York, NY: Morrow, 187 p.). Leadership; Decentralization in
management.
Warren Bennis; foreword by Tom Peters (1993).
An Invented Life: Reflections on Leadership and Change.
(Reading, MA: Addison-Wesley, 238 p.). Leadership;
Organizational change; Business ethics.
--- (2000).
Managing the Dream: Reflections on Leadership and Change.
(Cambridge, MA: Perseus Pub., 317 p.). Bennis, Warren G.;
Leadership; Organizational change.
Warren Bennis, Daniel Goleman, James O’Toole ;
with Patricia Ward Biederman (2008).
Transparency: How Leaders Create a Culture of Candor.
(San Francisco, CA: Jossey-Bass, 130 p.). University Professor
of Business Administration (University of Southern California);
Author; Chairman, Business Ethics (Denver University).
Disclosure of information; Corporate governance; Corporate
culture. Why many
organizations contain truth; practical ways organizations,
leaders, members, boards can achieve openness; multifaceted
importance of candor; what promotes transparency, what hinders
it; how leaders often stymie flow of information, structural
impediments that keep information from getting where it needs to
go.
Warren G. Bennis with Patricia Ward Biederman (2010).
Still Surprised: A Memoir of a Life in Leadership.
(San Francisco, CA: Jossey-Bass, 272 p.). Distinguished
Professor of Business Administration (University of
Southern California). Bennis, Warren G.; Executives
--United States --Biography; Leadership; Management.
Triumphs, struggles of man considered pioneer in
contemporary field of leadership studies; how
world-changing ideas resulted from encounters, events,
experiences; how students of leadership are formed: 1) by
what they discover about themselves on roads that are
opened to them by circumstances, 2) by roles they choose to
carve out for themselves as result; art of leading well
flows from becoming integrated person, able to discover,
define, redefine oneself in face of surprises,
challenges.
Lee G. Bolman, Terrence E. Deal (2001).
Leading with Soul: An Uncommon Journey of Spirit. (San
Francisco, CA: Jossey-Bass, 258 p.). Leadership--Moral and
ethical aspects; Leadership--Religious aspects.
Lee G. Bolman and Terrence E. Deal (1991).
Reframing Organizations: Artistry, Choice and Leadership.
(San Francisco, CA: Jossey-Bass, 492 p.). Leadership,
Management, Organizational Behavior.
--- (2006).
The Wizard and the Warrior: Leading with Passion and Power.
(San Francisco, CA: Jossey-Bass, 248 p.). Marion Bloch/Missouri
Chair in Leadership at the Bloch School of Business and Public
Administration (University of Missouri–Kansas City); Irving R.
Melbo Clinical Professor at the Rossier School of Education
(University of Southern California). Leadership; Management.
Defining moments and
experiences of exemplary leaders.
Richard Boyatzis and Annie McKee (2005).
Resonant Leadership: Renewing Yourself and Connecting with
Others Through Mindfulness, Hope, and Compassion.
(Boston, MA: Harvard Business School Press, 240 p.). Professor
in the Department of Organizational Behavior at the Weatherhead
School of Management (Case Western Reserve); Co-chair of the
Teleos Leadership Institute, teaches at the University of
Pennsylvania, Graduate School of Education. Leadership.
Individuals who manage their own
and others' emotions in ways that drive success.
David L. Bradford and Allan R. Cohen (1997).
Managing for Excellence: The Leadership Guide to Developing High
Performance in Contemporary Organizations. (New York,
NY: Wiley, 313 p.). Management; Leadership.
--- (1998).
Power Up: Transforming Organizations Through Shared Leadership.
(New York, NY: Wiley, 364 p.). Leadership; Organizational
change.
Kim S. Cameron (2008).
Positive Leadership: Strategies for Extraordinary Performance.
(San Francisco, CA: Berrett-Koehler Publishers, 132 p.).
Professor of Management and Organizations, Michigan Business
School. Leadership; Organizational effectiveness -- Management.
Atypical
leadership strategies that enable levels of performance to
exceed expectations, excel beyond norm, reach almost impossible
levels of excellence.
Ira Chaleff (2003).
The Courageous Follower: Standing Up To & For Our Leaders.
(San Francisco, CA: Berrett-Koehler, 240 p. [2nd ed.]).
Organizational sociology; Organizational behavior; Leadership;
Power (Social sciences).
James Champy and Nitin Nohria (2000).
The Arc of Ambition: Defining the Leadership Journey.
(Cambridge, MA: Perseus Books, 272 p.). Ambition; Leadership;
Opportunity.
Ram Charan (2007).
Know-How: The 8 Skills That Separate People Who Perform from
Those Who Don’t. (New York: Crown Business, 304 p.).
Leadership; Management; Organizational change.
1) Position business; 2) pinpoint
patterns of external change; 3) shape way people work together;
4) judge people by truth; 5) mold working team of leaders; 6)
know what company can realistically achieve; 7) set priorities;
8) deal with societal pressures.
--- (2008).
Leaders at All Levels: Deepening Your Talent Pool To Solve the
Succession Crisis. (San Francisco, CA: Jossey-Bass, 192
p.). Leadership; Executive succession--Planning.
How top companies solve problem
of leadership succession; leadership development as core
competency; adaptable leadership pool is a competitive
advantage; concept of leadership "gene pool".
--- (2008).
Leadership in the Era of Economic Uncertainty: The New Rules for
Getting the Right Things Done in Difficult Times. (New
York, NY: McGraw-Hill, 160 p.). Leadership; Financial crises;
Achievement motivation. Unprecedented challenge: worldwide
economic downturn; cash, credit dwindling; sales forecasts
dismal; morale sinking; suppliers disappearing; immediate practical actions: 1) protect cash flow, use cash more efficiently; 2) use ground intelligence; position business to thrive in aftermath; 3)
develop better understanding of customers; 4) reevaluate pricing
strategy, capital expenditures; 5) cut costs
strategically.
Boyd Clarke & Ron Crossland (2002).
The Leader's Voice: How Your Communication Can Inspire Action
and Get Results! (New York, NY: Select Books, 169 p.).
Leadership; Communication in organizations; Interpersonal
communication.
Ed Cohen (2007).
Leadership Without Borders: Successful Strategies from
World-Class Leaders. (Singapore: Wiley (Asia), 283 p.).
Senior Vice President for Satyam Computer Services, Satyam
School of Leadership in Hyderabad, India. Leadership.
Practical
insights provided by large number of global business leaders
into five key areas: 1)personal characteristics required to
ensure success as global leader; 2) business acumen needed to
thrive as global leader; 3) methods for expanding global
awareness ("worldview"); 4) people leadership skills,
attributes needed to succeed; 5) business
leadership skills, attributes that will enhance global
leadership ability; successful strategies carried out by
exceptional global leaders of eight world-class organizations.
Willam A. Cohen (1990).
The New Art of the Leader: Leading with Integrity and Honor.
(Englewood Cliffs, NJ: Prentice-Hall Press, 303 p. [rev. ed.]).
Leadership.
Jay A. Conger (1992).
Learning To Lead: The Art of Transforming Managers into Leaders.
(San Francisco, CA: Jossey-=Bass, 234 p.). Leadership.
Jay A. Conger, Beth Benjamin (1999).
Building Leaders: How Successful Companies Develop the Next
Generation. (San Francisco, CA: Jossey-Bass, 278 p.).
Leadership--Study and teaching; Executives--Training of.
Eds Conger, Jay A., Ronald E. Riggio; foreword
by Bernard M. Bass. (2006).
The Practice of Leadership: Developing the Next Generation of
Leaders. ( San Francisco, CA: Jossey-Bass, 402 p.).
Kravis Research Chair in Leadership Studies (Claremont McKenna
College); Henry R. Kravis Professor of Leadership and
Organizational Psychology, and Director of the Kravis Leadership
Institute (Claremont McKenna College). Leadership--Congresses.
Top scholars who outline
best leadership practices.
Eds. Linda Coughlin, Ellen Wingard, Keith
Hollihan (2005).
Enlightened Power: How Women Are Transforming the Practice of
Leadership. (San Francisco, CA: Jossey-Bass, 539 p.).
Chief Administrative Officer (Cendant Corporation); Executive
Coach on the Faculty of the Institute for Women's Leadership;
Writer. Leadership; Women executives.
Philip B. Crosby (1986).
Running Things: The Art of Making Things Happen. (New
York, NY: McGraw--Hill, 253 p.). Philip Crosby Associates.
Leadership; Management.
--- (1990).
Leading: The Art of Becoming an Executive. (New York,
NY: McGraw-Hill, 214 p.). Philip Crosby Associates. Leadership;
Executive ability.
Mihaly Csikszentmihalyi (2003).
Good Business: Leadership, Flow, and the Making of Meaning.
(New York, NY: Viking, 244 p.). Success; Quality of work life;
Business Psychological aspects; Job satisfaction; Happiness.
Richard L. Daft (2010).
The Executive and the Elephant: A Leader’s Guide for
Building Inner Excellence. (San Francisco, m
CA: Jossey-Bass, 336 p.). Brownlee O. Currey, Jr. Chair
in the Owen Graduate School of Management (Vanderbilt
University). Leadership. Ongoing struggle
between instinct, creative mind; struggle between
instinct (elephant), intention (executive); how this
phenomenon occurs; method for directing themselves more
productively; finding balance, cultivating behavior
of others.
Ed. Dinna Louise C. Dayao (2000).
Asian Business Wisdom: Lessons from the Region's Best and
Brightest Business Leaders. (New York, NY: Wiley, 261
p.). Chief executive officers--Asia; Leadership; Success in
business--Asia.
Manfred F.R. Kets de Vries (1989).
Prisoners of Leadership. (New York, NY: Wiley, 246 p.).
Managerial Psychoanalyst (Profess of Human Resources (Insead).
Leadership; Management.
--- (1993).
Leaders, Fools, and Impostors: Essays on the Psychology of
Leadership. (San Francisco, CA: Jossey-Bass, 224 p.).
Managerial Pschoanalyst, Professor of Human Resources (Insead).
Leadership; Executives--Psychology; Interpersonal relations.
Series: The Jossey-Bass management series; The Jossey-Bass
social and behavioral science series.
--- (1995).
Life and Death in the Executive Fast Lane: Essays on Irrational
Organizations and Their Leaders. (San Francisco, CA:
Jossey-Bass, 252 p.). Managerial Psychoanalysts, Professor of
Human Resource Management (Insead). Industrial management;
Leadership.
Manfred F.R. Kets de Vries with Elizabeth
Florent-Treacy (1999).
The New Global Leaders: Richard Branson, Percy Barnevik, and
David Simon. (San Francisco, CA: Jossey-Bass, 188p.).
Branson, Richard; Barnevik, Percy; Simon of Highbury, David Alec
Gwyn Simon, Baron, 1939- ; Virgin Group; British Petroleum
Company; ABB Asea Brown Boveri Ltd.; International business
enterprises--Management--Case studies; Organizational
change--Case studies.
David L. Dotlich, Peter C. Cairo (2003).
Why CEOs Fail: The 11 Behaviors That Can Derail Your Climb to
the Top-and How To Manage Them. (San Francisco, CA:
Jossey-Bass, 208 p.). Former Executive Vice President of
Honeywell International and Groupe Bull; Partner in CDR
International and member of the faculty of Columbia University
Business School Executive Education. Leadership; Chief executive
officers; Executive ability; Organizational effectiveness.
David L. Dotlich, Peter C. Cairo, Stephen H.
Rhinesmith (2006).
Head, Heart, and Guts: How the World’s Best Companies Develop
Complete Leaders. (San Francisco, CA: Jossey-Bass, 240
p.). Former Executive Vice President (Honeywell International);
Former Chairman of the Department of Counseling and
Organizational Psychology (Columbia University); Former Special
Ambassador to the Soviet Union, Former President (Holland
America Line). Executive coaching; Leadership; Executive
ability; Excellence; Employee selection. Three most important capabilities
leaders must demonstrate today: ability to set strategy,
empathize with others, take risks.
Diane Downey, Tom March, Adena Berkman (2001).
Assimilating New Leaders: The Key to Executive Retention.
(New York, NY: AMACOM. Leadership; Executive ability; Employee
retention.
Charles M. Farkas and Philippe de Backer
(1996).
Maximum Leadership: The World's Leading CEOs Share Their Five
Strategies for Success. (New York, NY: Holt, 287 p.).
Leadership; Success in business; Chief executive
officers--Attitudes. Interviews with CEOs of 157 large,
multinational companies.
Richard Farson; foreword by Michael Crichton
(1996).
Management of the Absurd: Paradoxes in Leadership. (New
York, NY: Simon & Schuster, 172 p.). Management; Leadership. 30
paradoxical ideas.
Steven Feinberg (2008).
The Advantage Makers: How Exceptional Leaders Win by Creating
Opportunities Others Don’t. (Upper Saddle River, NJ: FT
Press, 277 p.). Leadership; Executive ability; Creative ability
in business. See
possibilities others miss; learn more, learn faster, transform
insights into breakaway strategies; more effective
collaborators, more powerful influencers, better at handling
adversity, dramatically more successful at execution.
Compiled by Julie M. Fenster (2000).
In the Words of Great Business Leaders. (New York, NY:
Wiley, 392 p.).Business--Quotations, maxims, etc.;
Leadership--Quotations, maxims, etc.; Executives--Quotations.
Experience of nineteen
business legends, in their own words.
Sydney Finkelstein, Jo Whitehead, and Andrew
Campbell (2009).
Think Again: Why Good Leaders Make Bad Decisions and How To Keep
It from Happening to You. (Boston, MA: Harvard Business
School Press, 256 p.). Professor at the Tuck School of Business
(Dartmouth); Directors of Strategic Management Centre (Ashridge
Business School). Decision making; Leadership. How usually
beneficial processes of human mind can become traps when facing
big decisions; how shortcuts can derail decision making; bad decisions deconstructed,
how you to avoid same fate.
Sander A. Flaum and Jonathon A. Flaum with
Mechele Flaum; foreword by John Glenn (2005).
The 100-Mile Walk: A Father and Son on a Quest To Find the
Essence of Leadership. (New York, NY: AMACOM, 255 p.).
Former Chairman of the Advertising Agency Network Euro RSCG
Life, Founder of the Leadership Forum at Fordham Graduate School
of Business, Man of the Year for the Healthcare industry in
2002; Founder/CEO of WriteMind Communications (speechwriter and
coach for leaders). Leadership. Father, son hash out 9 P's of
leadership: people, purpose, passion, performance, persistence,
perspective, paranoia, principles and practice.
Allyn Freeman (2005).
The Leadership Genius of Alfred P. Sloan: Invaluable Lessons on
Business, Management, and Leadership for Today’s Manager.
(New York, NY: McGraw-Hill, 248 p.). Sloan, Alfred P. (Alfred
Pritchard), 1875-1966; Industrial management--United States;
Success in business; Leadership--United States;
Management--United States; Businesspeople--United
States--Biography; United States--Politics and government--2001.
Sloan's principles for
success.
Kevin and Jackie Freiberg (2004).
Guts!: Companies that Blow the Door Off Business-as-Usual.
(New York, NY: Currency Doubleday, 278 p.). Co-owners, Managing
Partners of the San Diego Consulting Group, Inc. Leadership;
Industrial management.
Don M. Frick (2004).
Robert K. Greenleaf: A Life of Servant-Leadership. (San
Francisco, CA: Berrett-Koehler, 432 p.). Greenleaf, Robert K.;
Executives United States Biography; Business consultants United
States Biography; Leadership; Management; Organizational
effectiveness.
Stewart D. Friedman (2008).
Total Leadership: Be a Better Leader, Have a Richer Life.
(Boston, MA: Harvard Business School Press, 272 p.). Founding
Director of the Wharton School's Leadership Program and of
Wharton's Work/Life Integration Project. Leadership
--Psychological aspects; Executives --Conduct of life; Quality
of work life; Work and family; Self-actualization (Psychology)
--Problems, exercises, etc. Game-changing blueprint for how
to perform well as a leader by finding mutual value among work,
home, community, private self.
Michael Fullan (2008).
The Six Secrets of Change: What the Best Leaders Do To Help
Their Organizations Survive and Thrive. (San Francisco,
CA: Jossey-Bass, 176 p.). Professor Emeritus of the Ontario
Institute for Studies in Education (University of Toronto).
Organizational change; Communication in organizations;
Management; Interpersonal communication; Employee empowerment;
Employee motivation. 1)
Love Your Employees, 2) Connect Peers with Purpose, 3) Capacity
Building Prevails, 4) Learning Is the Work, 5)Transparency
Rules, 6) Systems Learn.
Robert Galford, Anne Siebold Drapeau (2003).
The Trusted Leader: Bringing Out the Best in Your People and
Your Company. (New York, NY: Free Press,
p.). Leadership--Moral and ethical aspects; Business ethics;
Organizational behavior--Moral and ethical aspects; Industrial
management--Moral and ethical aspects; Employee motivation;
Trust.
Robert M. Galford, Regina Fazio Maruca (2006).
Your Leadership Legacy: Why Looking Toward the Future Will Make
You a Better Leader Today. (Boston, MA: Harvard Business
School, 194 p.). Managing Partner of the Center for Executive
Development; Principal at the Center for Executive Development.
Leadership; Corporate culture. "Legacy thinking" to exert
positive effect on work immediately; defined by how others
approach work, life as result of having worked with you.
Howard Gardner; in collaboration with Emma
Laskin (1995).
Leading Minds: An Anatomy of Leadership. (New York, NY:
BasicBooks, 400 p.). Leadership; Leadership--Case studies.
Jeffrey E. Garten (2002).
The Politics of Fortune: A New Agenda for Business Leaders.
(Boston, MA: Harvard Business School Press, p.). Leadership;
Chief executive officers--Attitudes; Executive ability; Business
ethics; Social responsibility of business; Corporations--Moral
and ethical aspects; International trade--Moral and ethical
aspects; Industrial management--Moral and ethical aspects;
Business and politics--Moral and ethical aspects;
Industries--Security measures; National security--United States.
Mark Gerzon (2006).
Leading Through Conflict: How Successful Leaders Transform
Differences into Opportunity. (Boston, MA: Harvard
Business School, 273 p.). Co-Director of the Global Leadership
Network. Conflict management; Leadership. Framework for leader as mediator,
eight specific tools to transform seemingly intractable
differences into progress.
Abraham L. Gitlow (1992).
Being the Boss: The Importance of Leadership and Power.
(Homewood, IL: Dow Jones-Irwin, 216 p.). Leadership; Executive
ability; Control (Psychology).
Rob Goffee and Gareth Jones (2006).
Why Should Anyone Be Led by You? (Boston, MA: Harvard
Business School Pub., 244 p.). Professor of Organizational
Behavior (London Business Scho); Visiting Professor at INSEAD,
Formerly Director of Human Resources (BBC). Leadership.
Social nature of leadership - authentic, engaging,
consistent.
Daniel Goleman, Richard Boyatzis, Annie McKee
(2002).
Primal Leadership: Realizing the Power of Emotional Intelligence.
(Boston, MA: Harvard Business School Press, 306 p.).
Leadership--Psychological aspects; Management--Psychological
aspects; Executive ability; Emotional intelligence.
Eds. Jonathan Gosling, Peter Case and Morgen
Witzel (2007).
John Adair: Fundamentals of Leadership. (New York, NY:
Palgrave Macmillan, 256 p.). Director of the Centre for
Leadership Studies (University of Exeter); Professor of
Leadership and Organisation Studies (University of Exeter);
Honorary Senior Fellow at the School of Business and Economics
(University of Exeter). Adair, John Eric, 1934- ; Leadership.
Depth of Adair's influence
on leadership (church, army, higher education, business);
fresh and original perspectives on Adair's ideas.
Stedman Graham (2006).
Diversity: Leaders not Labels. (New York, NY: Free
Press, 242 p.). Minority professional employees--United States;
Leadership--Psychological aspects; Self-actualization
(Psychology); Diversity in the workplace--United States.
Success based on results,
performance, excellence; developing leaders rather than
accepting labels is ultimately best way to preserve culture and
create a legacy.
Keith Grint (2000).
The Arts of Leadership. (New York, NY: Oxford University
Press, 440 p.). Professor of Leadership Studies and Director of
the Lancaster Leadership Centre at Lancaster Management School.
Leadership. Notion of
leadership in portraits of some of world's most famous leaders.
--- (2005).
Leadership: The Hierarchy Principle. (New York,
NY: Palgrave Macmillan, 183 p.). Professor of Leadership Studies
and Director of the Lancaster Leadership Centre at Lancaster
Management School. Leadership; Executive ability; Organizational
effectiveness. Critical
review, analysis of key components of leadership; foundations of
good leadership, relationship between leaders and subordinates,
role leaders play in dynamics of organizational life.
Howard Haas with Bob Tamarkin (1992).
The Leader Within: An Empowering Path of Self-Discovery.
(New York, NY: HarperBusiness, 247 p.). Leadership; Executive
ability.
Eds. Donald C. Hambrick, David A. Nadler,
Michael L. Tushman (1998).
Navigating Change: How CEOs, Top Teams, and Boards Steer
Transformation. (Boston, MA: Harvard Business School
Press, 414 p.). Leadership; Executive ability; Organizational
change.
David A. Heenan & Warren Bennis (1999).
Co-Leaders: The Power of Great Partnerships. (New York,
NY: Wiley, 312 p.). Leadership; Chief executive officers.
Ronald A. Heifetz (1994).
Leadership without Easy Answers. (Cambridge, MA: Belknap
Press of Harvard University Press, 348 p.). Leadership.
Eds. Edward D. Hess, Kim S. Cameron (2006).
Leading with Values: Positivity, Virtue, and High Performance.
(New York, NY: Cambridge University Press, 238 p.). Adjunct
Professor of Organization and Management, Executive Director of
the Values-Based Leadership Institute, Founder and Executive
Director of the Center for Entrepreneurship and Corporate Growth
(Goizueta Business School, Emory University); Professor of
Management and Organization (University of Michigan Business
School), Professor of Higher Education in the School of
Education (University of Michigan). Acting ethically and virtuously,
treating all stakeholders with respect and dignity, can create
extraordinary outcomes without sacrificing performance and
profits.
Ronald A. Heifetz, Marty Linsky (2002).
Leadership on the Line: Staying Alive Through the Dangers of
Leading. (Boston, MA: Harvard Business School Press,
p.). Leadership.
Craig R. Hickman (1990).
Mind of a Manager, Soul of a Leader. (New York, NY:
Wiley, 287 p.). Management; Leadership; Corporate culture;
Executive ability.
Linda A. Hill and Kent L. Linebeck (2011).
Being the Boss: The 3 Imperatives for Becoming a Great Leader.
(Boston, MA: Harvard Business Review Press, 284 p.). Wallace
Brett Donham Professor of Business Administration at the Harvard
Business School. Supervision of employees; Executive ability;
Management; Leadership. Three imperatives: 1) manage yourself
(accomplish things through others, no getting things done
yourself); 2) manage a network (how power, influence work in
organization; build network of mutually beneficial relationships
to navigate company's complex political environment); 3) manage
a team (high-performing "we" out of all "I"s).
Mike Hoyle & Peter Newman (2006).
Simply A Great Manager. (London, UK: Cyan
Communications, 192 p.). Management Consultants (LSE and
University of Chicago; McGill and the University of Western
Ontario). Management; Leadership. 15 fundamental principles derived
from real experience of successful managers.
Richard L. Hughes, Robert C. Ginnett, Gordon
J. Curphy (2005).
Leadership: Enhancing the Lessons of Experience.
(Boston, MA: McGraw-Hill/Irwin, 592 p. [5th ed.]). Senior
Enterprise Associate at the Center for Creative Leadership
(Colorado Springs, CO); Senior Fellow at the Center for Creative
Leadership;. Leadership. Empirical studies, interesting anecdotes, stories and findings
apply theory and research to real-life experiences.
Lee Iacocca; with Catherine Whitney (2007).
Where Have All the Leaders Gone? (New York, NY:
Scribner, 274 p.). Former CEO, Chrysler. Leadership--United
States; Political leadership--United States. Call to action:
hard work, common sense, integrity, generosity, optimism.
Vote, get involved, choose
leaders carefully.
Jason Jennings (2009).
Hit the Ground Running: A Manual for New Leaders.
(New York, NY: Portfolio, 246 p.). Leadership; Executive
ability; Success in business. New leader - toughest job in
business: quickly assess situation, pull together strong team,
decide on strategy, inspire everyone to execute it; America's
best performing new CEOs of
decade - doubled revenues, more than tripled earnings per
share, doubled net profit margins.
Bill Joiner, Stephen Josephs (2006).
Leadership Agility: Five Levels of Mastery for Anticipating and
Initiating Change. (San Francisco, CA: Jossey-Bass, 336
p.). Partners in ChangeWise, Leadership and Organization
Development Firm. Leadership--Psychological aspects;
Organizational change--Psychological aspects; Maturation
(Psychology); Leadership--Psychological aspects--Case studies;
Organizational change--Psychological aspects--Case studies;
Maturation (Psychology)--Case studies. Five levels leaders move through
in developing agility.
Rosabeth Moss Kanter (2004).
Confidence: How Winning Streaks and Losing Streaks Begin and End.
(New York, NY: Crown, 304 p.). Professor, Harvard Business
School. Success in business; Success; Confidence.
Paul Kearns (2007).
The Value Motive: The Only Alternative to the Profit Motive.
(Hoboken, NJ: Wiley, 265 p.). Management; Leadership; Value;
Organizational effectiveness. Manage for maximum value; refine
profit motive, not replace it; if value replaced profit
motive, would reconcile interests of CEOs, shareholders,
citizens, government; profits would still rise, society would
gain value.
Barbara Kellerman (2008).
Followership: How Followers Are Creating Change and Changing
Leaders. (Boston, MA: Harvard Business School Press, 288
p.). James MacGregor Burns Lecturer in Public Leadership at
Harvard University's Kennedy School of Government. Leadership;
Organizational behavior. Followers in their own right, in relation to their leaders;
becoming more important than leaders less; five different types
of followers: Isolates, Bystanders, Participants, Activists,
Diehards .
Robert E. Kelley (1992).
The Power of Followership: How To Create Leaders People Want To
Follow, and Followers Who Lead Themselves. (New York,
NY: Doubleday/Currency, 260 p.). Leadership.
John P. Kotter (1985).
Power and Influence. (New York, NY: Free Press, 218 p.).
Executive ability; Managing your boss; Leadership.
--- (1990).
A Force for Change: How Leadership Differs from Management.
(New York, NY: Free Press, 180 p.). Leadership; Industrial
management; Leadership; Organization and Administration.
--- (1996).
Leading Change. (Boston, MA: Harvard Business School
Press, 187 p.). Professor (Harvard Business School).
Organizational change; Leadership; Industrial organization;
Strategic planning.
--- (1999).
John P. Kotter on What Leaders Really Do. (Boston, MA:
Harvard Business School Press, 184 p.). Leadership; Management.
James M. Kouzes, Barry Z. Posner (2002).
The Leadership Challenge (How To Get Extraordinary Things Done
in Organizations). (San Francisco, CA: Jossey-Bass, 458
p. [3rd ed.]). Leadership; Executive ability; Management.
James M. Kouzes, and Barry Z. Posner
(2006).
A Leader's Legacy. (San Francisco, CA: Jossey-Bass:
San Francisco, CA: Jossey-Bass, 202 p.). Executive
Fellow at the Center for Innovation and Entrepreneurship
(Santa Clara University), formerly president, CEO, and
chairman of the Tom Peters Company; Dean of the Leavey
School of Business, Professor of Leadership (Santa Clara
University) Leadership. Leadership.
Critical questions in
four categories
to leave
lasting
impact: Significance, Relationships,
Aspirations, Courage.
--- (2010).
The Truth About Leadership: The No-Fads,
Heart-of-the-Matter Facts You Need To Know.
(San Francisco, CA: Jossey-Bass, 224 p.). Dean's
Executive Professor of Leadership, Leavey School of
Business (Santa Clara University); Professor of
Leadership (Santa Clara University). Leadership;
Executive ability. What it means to lead; ten
time-tested truths that show what every leader must
know, questions they must be prepared to answer,
real-world issues they will likely face; fundamental,
enduring truths of leadership that hold constant
regardless of context or circumstance: leaders make a
difference, credibility, values, trust, leading by
example, heart, more.
Donald L. Laurie (2000). u>
The Real Work of Leaders: A Report from the Front Lines of
Management. (Cambridge, MA: Perseus Pub., 203 p.).
Leadership; Management.
Paul R. Lawrence; foreword by Warren Bennis (2010).
Driven To Lead: Good, Bad, and Misguided Leadership.
(San Francisco, CA: Jossey-Bass, 336 p.). Wallace Brett
Donham Professor of Organizational Behavior Emeritus
(Harvard Business School). Leadership; Executive
ability. Four drive theory of human behavior (acquire, defend, comprehend, bond) to
leadership realm; history of leadership in political,
economic, symbolic institutions as result of one of
three types of leadership: 1) good leadership (fulfill
four drives in balanced manner); 2) misguided leadership
(fulfill one or some of four drives while ignoring or
suppressing others); 3) evil leadership (missing drive
to bond, have influence over others, only fulfill drives
to acquire, defend, comprehend); framework of human
behavior can be used to cultivate stellar
leadership/leaders which balances four drives while
avoiding negative leadership, leaders who are missing
drive to bond.
Harry Levinson, with the assistance of Cynthia
Lang (1981).
Executive. (Cambridge, MA: Harvard University Press, 370
p. [orig. pub. 1968]). Executives; Leadership.
Harry Levinson (2006).
Harry Levinson on the Psychology of Leadership. (Boston,
MA: Harvard Business School Pub., 184 p.). World-Renowned
Psychiatrist and Neurologist. Leadership. More than a dozen of Levinson's
most insightful writings on work-life issues: avoiding burnout,
pursuing a second career, dealing with abrasive personalities,
handling emotional and career challenges facing middle-aged
managers.
JJeanne Liedtka, Bob Rosen, Robert Wiltbank
(2009).
The Catalyst: How You Can Become an Extraordinary Growth Leader.
(New York, NY: Crown, 288 p.). Executive Director of Darden
Business School's Batten Institute; CEO, Healthy Companies
International;
Professor of strategic management in the Atkinson Graduate
School of Management (Willamette University). Creative ability in
business; Change (Psychology); Organizational change; Success in
business. Three-year study of leaders who created organic growth
in companies, people able to consistently deliver numbers,
despite internal obstacles, highly challenging conditions in
marketplace; how ordinary managers in any economy can do
extraordinary things to build sustainable growth engine:
1) turn
lemons into lemonade; 2) get bigger box; 3) get rid of monkey; 4) could be
staring you right in face; 5) do it. now!.
Chris Lowney (2003).
Heroic Leadership: Best Practices from a 450-Year-Old Company
That Changed the World. (Chicago, IL: Loyola Press, 330
p.). Jesuits History; Leadership.
Michael Maccoby (1976).
The Gamesman: The New Corporate Leaders/a>. (New York, NY:
Simon & Schuster, 285 p.). Former Director, Technology, Public
Policy, Human Development Program (Kennedy School of Government,
Harvard University); former associate of Erich Fromm.
Executives--United States; Executives--United
States--Interviews; Leadership.
--- (1981).
The Leader: A New Face for American Management. (New
York, NY: Simon & Schuster, 284 p.). Former Director,
Technology, Public Policy, Human Development Program (Kennedy
School of Government, Harvard University); former associate of
Erich Fromm. Leadership; Organizational effectiveness.
--- (1989).
Why Work: Motivating and Leading the New Generation.
(New York, NY: Simon & Schuster, 270 p.). Former Director,
Technology, Public Policy, Human Development Program (Kennedy
School of Government, Harvard University); former associate of
Erich Fromm. Leadership; Employee motivation; Organizational
effectiveness.
--- (2003).
The Productive Narcissist: The Promise and Peril of Visionary
Leadership. (New York, NY: Broadway Books, 298 p.).
Leadership; Narcissism.
--- (2007).
The Leaders We Need: And What Makes Us Follow. (Boston,
MA: Harvard Business School Press, 240 p.). Leadership;
Leadership--Psychological aspects; Context effects (Psychology);
Transference (Psychology). Powerful motivations propel
followers ("transferences"). Many relate to their leader as to
some important person from the past (parent, sibling, close
friend). key for leaders: being sensitive to how group’s
collective psychology, social context shape its leadership
needs.
--- (2007).
Narcissistic Leaders: Who Succeeds and Who Fails.
(Boston, MA: Harvard Business School Press, 330 p.). Leadership;
Organizational effectiveness. Most innovative leaders
are "productive narcissists" with interrelated set of skills
(foresight, systems thinking, visioning, motivating,
partnering); personality best suited to lead during times of
rapid social and economic change.
George Manning, Kent Curtis (2005).
The Art of Leadership. (Boston, MA: McGraw-Hill/Irwin,
413 p. [2nd ed.]). Professor of Psychology (Northern Kentucky
University); Professor of Leadership Development (Northern
Kentucky University). Leadership. Interactive approach to
explore Leadership Development. Behavior theory, practical
application, personalized learning encourages
development of full potential as leader.
Michael Marquardt (2005).
Leading with Questions: How Leaders Find the Right Solutions by
Knowing What To Ask. (San Francisco, CA: Jossey-Bass,
224 p.). Professor of Human Resource Development and Program
Director of Overseas Programs (George Washington University).
Leadership; Communication in management; Questioning.
Roger L. Martin (2007).
The Opposable Mind: How Successful Leaders Win Through
Integrative Thinking. (Boston, MA: Harvard Business
School Press, 210 p.). Dean of the Rotman School of Management
(University of Toronto). Leadership--Psychological aspects;
Thought and thinking; Contradiction; Problem solving; Decision
making; Successful people--Interviews. Need to understand, emulate how
exceptional leaders think (not what they do) - integrative
thinking, creatively resolving tension in opposing models by
forming entirely new, superior ones; integrative thinkers
diagnose, synthesize, ask probing questions; model for
strengthening integrative thinking skills by drawing on
different kinds of knowledge (conceptual, experiential
knowledge).
Keith R. McFarland (2008).
The Breakthrough Company: How Everyday Companies Become
Extraordinary Performers. (New York, NY: Crown Business,
288 p.). Columnist for BusinessWeek, former CEO of two
technology companies. Organizational effectiveness; Industrial
management; Organizational change; Leadership.
Nine companies broke through to
major-player status: 1) "crown the company" not founders,
2) safety comes in constantly upping ante against competitors,
3) three ways to navigate verge of breakthrough, 4) surround
company with networks of outside resources; enlist aid of people
willing to question firm’s assumptions.
Blythe J. McGarvie (2005).
Fit in, Stand Out: Mastering the FISO Factor for Success in
Business and Life. (New York: McGraw-Hill, 213 p.).
Founder and President of Leadership for International Finance
(former Executive Vice President and Chief Financial Officer of
BIC Group). Executive ability; Leadership; Interpersonal
relations; Performance; Success in business.
Team player while simultaneously
advocating change and fostering long-term growth.
Stephen A. Miles and Meredith D. Ashby ;
Heidrick and Struggles International (2002).
Leaders Talk Leadership: Top Executives Speak Their Minds.
(New York, NY: Oxford University Press, p.). Leadership;
Executive ability; Executives--Training.
Nikos Mourkogiannis (2006).
Purpose: The Starting Point of Great Companies. (New
York, NY: Palgrave, 272 p.). Senior Executive Advisor on
Leadership to Booz Allen Hamilton. Business planning;
Leadership. Set of values
that defines an organization, inspires, motivates employees;
essential first step toward lasting success.
Afsaneh Nahavandi (2006).
The Art and Science of Leadership. (Upper Saddle River,
NJ: Pearson/Prentice Hall, 344 p. [4th ed.]). Former Director of
the MBA Program at the West School of Management (Arizona State
University). Leadership; Leadership--Cross-cultural studies.
Burt Nanus; foreword by Warren Bennis (1992).
Visionary Leadership: Creating a Compelling Sense of Direction
for Your Organization. (San Francisco, CA: Jossey-Bass,
237 p.). Leadership.
Thomas J. Neff & James M. Citrin; with Paul B.
Brown (1999).
Lessons from the Top: The Search for America's Best Business
Leaders. (New York, NY: Doubleday, 432 p.). Managing
Directors (SpencerStuart). Leadership; Executive ability;
Success in business; Management.
Thomas J. Neff and James M. Citrin, with
Catherine Fredman (2004).
You're in Charge, Now What?: The 8 Point Plan. (New
York, NY: Crown Business, 320 p.). Managing Directors
(SpencerStuart). Executive ability; Leadership; Strategic
planning; Corporate culture; Organizational change.
Robert P. Neuschel (2005).
The Servant Leader: Unleashing the Power of Your People.
(Evanston, IL: Northwestern University Press, 138 p.). Former
Army officer. Consultant, Business Professor. Leadership.
Importance of being a leader who serves his charges in order to
lead them better.
Joseph S. Nye, Jr. (2008).
The Powers To Lead. (New York, NY: Oxford University
Press, 226 p.). University Distinguished Service Professor
(Harvard University's Kennedy School of Government). Political
leadership; Leadership; Executive ability; Interpersonal
communication. NNature of
leadership - soft power approaches that seek to attract,
inspire, persuade rather than dictate supplanted hard power
approaches of earlier military-industrial eras; most effective
leaders are those who combine hard, soft power skills in
proportions that vary with different situations (smart power).
12 principles of leadership.
Mukul Pandya and
Robbie Shell (2005).
Nightly Business Report Presents Lasting Leadership: What You
Can Learn from the Top 25 Business People of Our Times.
(Upper Saddle River, NJ: Wharton School Pub., 266 p.).
Leadership; Businesspeople; Industrial management.
Corporate culture to brand management,
risk-taking to pricing.
Rajeev Peshawaria
(2011).
Too Many Bosses, Too Few Leaders: The Three Essential Principles
You Need to Become an Extraordinary Leader. (New
York, NY: Free Press, 256 p.). Former Chief Learning Officer at
Morgan Stanley, Coca-Cola. Leadership.
Difference between those who are simply
bosses, those who are superior leaders; difference between those
who continue to rise to top levels, those who get stuck along
way; 3 core principles at foundation of the best leadership: 1)
great leaders clearly define their purpose and values; 2) nobody
can motivate another person because everyone comes premotivated;
3) leader’s job - create conditions that will harness energy of
others (not directly produce results); how extraordinary leaders
marshal, sustain level of energy in themselves that is required,
how they enlist core group of proficient co-leaders; how to
harness energy, talents of those at all levels of an
organization, ignite their motivation ('RED' guidelines for
addressing their core needs concerning their Role, their work
Environment, their career Development); Brains, Bones, and
Nerves framework (clear strategy for competitive advantage,
optimal organizational structure, highly cooperative and
motivated company culture); Mulally’s achievement at Ford,
Mack’s at Morgan Stanley; how Harvey Golub, Ken Chenault
successfully restored American Express to long-term sustainable
growth; how Neville Isdell turned Coca-Cola Company around;
continuing prowess of Jeff Bezos in growing Amazon.
Tom Peters, Nancy
Austin (1985).
A Passion for Excellence: The Leadership Difference.
(New York, NY: Random House, 437 p.). Industrial
management--United States.
Tom Rath, and Barry Conchie (2009).
Strengths Based Leadership: Great Leaders, Teams, and
Why People Follow. (New York, NY: Gallup Press,
216 p.). Gallup Global Practice Leader (workplace
research and leadership consulting); Leads Gallup's
Executive Leadership Consulting. Leadership.
Three keys
to being more effective leader: 1) know your strengths,
invest in others' strengths; 2) get
people with right strengths on your team; 3)
understand, meet four basic needs of those who
look to you for leadership.
Andrew Razeghi (2006).
Hope: How Triumphant Leaders Create the Future. (San
Francisco, CA: Jossey-Bass, 272 p.). Adjunct Professor at
Kellogg School of Management (Northwestern University). Success;
Fortune; Hope; Leadership. In moments of uncertainty, why do
some leaders succeed while others fail?
John E. Rehfeld (1994).
Alchemy of a Leader: Combining Western and Japanese Management
Skills To Transform Your Company. (New York, NY: Wiley,
251 p.). Industrial management.
Jonas Ridderstrale and Mark Wilcox (2008).
Re-Energizing the Corporation: How Leaders Make Change Happen.
(Hoboken, NJ: Jossey-Bass, 204 p.). Swedish Management Group;
RedThread Consulting. Leadership; Organizational change;
Management. How to make
positive change happen; built on 3e leadership mode
(Envisioning, Engaging, Executing); create compelling pictures
of future of organization; build following of individuals
committed to getting vision into reality; maximize team
performance to deliver.
Michael A. Roberto (2005).
Why Great Leaders Don't Take Yes for an Answer: Managing for
Conflict and Consensus. (Upper Saddle River, NJ: Wharton
School Pub., 278 p.). Faculty Member (Harvard Business School).
Decision making; Conflict management; Leadership.
Robert H. Rosen with Paul B. Brown (1996).
Leading People: Transforming Business from the inside Out.
(New York, NY: Viking, 386 p.). Leadership;
Entrepreneurship--United States; Management--United States.
Robert H. Rosen (2008).
Just Enough Anxiety: The Hidden Driver of Business Success.
(New York, NY: Portfolio, 256 p.). Leadership; Performance
anxiety; Success. Anxiety
helps to concentrate, learn, relate to people, think more
creatively, deliver better results; how ability to manage
anxiety brings out best performance, enables builds great teams,
inspires, challenges organizations.
Lance Secretan (2004).
Inspire!: What Great Leaders Do/a>. (Hoboken, NJ: Wiley,
233 p.). Leadership. Key
to extraordinary long-term performance lies in a
transformational commitment to inspiring people rather than
motivating them.
Jeffrey Sonnenfeld, Andrew Ward (2007).
Firing Back: How Great Leaders Rebound After Career Disasters.
(Boston, MA: Harvard Business School Press, 320 p.). Lester
Crown Professor in the Practice of Management (Yale School of
Management); Assistant Professor at the Terry College of
Business (University of Georgia). Crisis management; Leadership;
Executives; Success in business. 5-step recovery process: 1)
"Fight, not flight" (face the difficult situation), 2) "Recruit
others into battle" (enlist right assistance), 3) "Rebuild
heroic stature" (spread true nature of the adversity), 4) "Prove
your mettle" (regain trust, credibility), 5) "Rediscover the
heroic mission" (clear the past, chart the future.
Douglas B. Sosnik, Matthew J. Dowd and Ron
Fournier (2006).
Applebee’s America: How Successful Political, Business, and
Religious Leaders Connect with the new American Community.
(New York, NY: Simon & Schuster, 260 p.). Former Strategist in
Clinton White House; Former Strategist for President Bush's Two
Political Campaigns; Former National Political Writer at The
Associated Press. Leadership--United States; Leadership--United
States--Case studies; Organizational change--United States;
Business enterprises--United States; United States--Politics and
government; United States--Civilization. Keys to winning leadership
- earn loyalty, support of people by
understanding and sharing their values and goals.
Robert J. Thomas (2008).
Crucibles of Leadership: How To Learn from Experience To Become
a Great Leader. (Boston, MA: Harvard Business Press, 264
p.). Executive Director of Accenture's Institute for High
Performance Business, Galvin Professor of Leadership at the
Fletcher School of Law and Diplomacy (Tufts University).
Leadership; Executive ability. What matters most is what one
makes of experience, particularly traumatic, often unplanned
crucible events that challenge identity as leader; approach to
learning, regimen tailored to individual aspirations,
motivations, learning styles - Personal Learning Strategy.
Neal Thornberry (2006).
Lead like an Entrepreneur: Keeping the Entrepreneurial Spirit
Alive within the Corporation. (New York, NY:
McGraw-Hill, 272 p.). Faculty Director, School of Executive
Education (Babson Collage). Entrepreneurship; Leadership.
How to foster innovation at enterprise, market, operational, unit levels.
Noel M. Tichy, Mary Anne Devanna (1986).
The Transformational Leader: The Key to Global Competitiveness.
(New York, NY: Wiley, 306 p.). Organizational change;
Leadership.
Noel Tichy with Eli Cohen (1997).
The Leadership Engine: How Winning Companies Build Leaders at
Every Level. (New York, NY: Harper Business, 367 p.).
Leadership; Executives--Training of.
Noel M. Tichy with Nancy Cardwell (2002).
The Cycle of Leadership: How Great Leaders Teach Their Companies
To Win. (New York, NY: HarperCollins, p.). Leadership;
Executive ability; Organizational learning; Organizational
effectiveness.
Noel Tichy and Warren Bennis (2007).
Judgment: How Winning Leaders Make Great Calls. (New
York, NY: Portfolio, 288 p.). Professor at the Ross School of
Business (University of Michigan); University Professor,
Distinguished Professor of Business Administration (University
of Southern California). Leadership. Quality of leader’s judgment
determines fate of entire organization; essence of
leadership; framework for making tough calls when stakes are
high, right path far from obvious; how to recognize critical
moment before judgment call, when swift, decisive action is
essential, how to execute decision after call.
Granville N. Toogood (2005).
The Articulate Executive in Action: How the Best Leaders Get
Things Done. (New York, NY: McGraw-Hill, 177 p.).
Communication in management; Success in business.
Communication tactics executives
use to create success.
Dave Ulrich, Jack Zenger, Norm Smallwood
(1999).
Results-Based Leadership. (Boston, MA: Harvard Business
School Press, 234 p.). Leadership; Executive ability.
Michael l Useem (2006).
The Go Point: When It’s Time To Decide: Knowing What To Do and
When To Do It. (New York, NY: Crown Business, 275 p.).
William and Jacalyn Egan Professor of Management at the Wharton
School (University of Pennsylvania). Decision making;
Leadership. Moment of
truth when you have to say "yes" or "no", when it’s time to get
off the fence. How to master the art and science of being
decisive.
Ed. Robert P. Vecchio (2007).
Leadership: Understanding the Dynamics of Power and Influence in
Organizations. (Notre Dame, IN: University of Notre Dame
Press, 616 p. [2nd ed.]). Franklin D. Schurz Professor of
Management (University of Notre Dame). Leadership; Executive
ability. Classic essays by
major figures in field of leadership.
Michael Watkins (2003).
The First 90 Days: Critical Success Strategies for New Leaders
at All Levels. (Boston, MA: Harvard Business School
Press, 253 p.). Leadership; Executive ability; Strategic
planning; Management.
William Welter, Jean Egmon (2005).
The Prepared Mind of a Leader: Eight skills Leaders Use To
Innovate, Make Decisions, and Solve Problems. (San
Francisco, CA: Jossey-Bass, 304 p.). President of Adaptive
Strategies; Director of the Complexity in Action Network,
Faculty at the Kellogg School of Management (Northwestern
University). Leadership; Decision making. 1) Observing, 2) Challenging, 3)
Reflecting, 4) Reasoning, 5) Imagining, 6) Deciding, 7)
Learning, 8) Teaching.
B. Joseph White (2006).
The Nature of Leadership: Reptiles, Mammals, and the Challenge
of Becoming a Great Leader. (New York, NY: American
Management Association, 200 p.). President of the University of
Illinois. Leadership; Success in business. Tough or warm, as particular
circumstances dictate; passion to develop talented people,
ability to innovate and create change (Abraham Lincoln, Jack
Welch, Steve Jobs, Martin Luther King).
David J. Wilkinson (2006).
The Ambiguity Advantage: What Great Leaders Are Great At.
(New York: Palgrave Macmillan, 224 p.). Head of Professional
Development (Cranfield University). Leadership; Ambiguity;
Uncertainty; Management--Psychological aspects.
Key factor for great leadership
is ability to recognize, explore, profit from ambiguous and
chaotic situations and to lead others through them.
Ed. J. Thomas Wren (1995).
The Leader’s Companion: Insights on Leadership Through the Ages.
(New York, NY: Free Press, 554 p.). Associate Professor, Jepson
School of Leadership Studies (University of Richmond).
Leadership--History. Collection of 64 readings from over 2,000 years of writing on
leaders and leadership.
Douglas A. Hicks Wren, Terry L. Price, Eds. J.
Thomas (2004).
Traditional Classics on Leadership, Vol. 1.
(Northampton, MA: Elgar, 339 p.). Associate Professor, Assistant
Professor, Assistant Professor at Jepson School of Leadership
Studies (University of Richmond). Leadership.
Douglas A. Hicks Wren, Terry L. Price, Eds. J.
Thomas (2004).
Modern Classics on Leadership, Vol. 2. (Northampton, MA:
Elgar, 493 p.). Associate Professor, Assistant Professor,
Assistant Professor at Jepson School of Leadership Studies
(University of Richmond). Leadership.
Douglas A. Hicks Wren, Terry L. Price, Eds. J.
Thomas (2004).
New Perspectives on Leadership, Vol. 3. (Northampton,
MA: Elgar, 670 p.). Associate Professor, Assistant Professor,
Assistant Professor at Jepson School of Leadership Studies
(University of Richmond). Leadership.
Gary Yukl (2001).
Leadership in Organizations. (Upper Saddle River, NJ:
Prentice Hall, 508 p. [5th ed.]). Leadership; Decision making;
Organization.
Abraham Zaleznik (1966).
Human Dilemmas of Leadership. (New York, NY: Harper &
Row, 236 p.). Industrial sociology; Executives; Leadership.
--- (1989).
The Managerial Mystique: Restoring Leadership in Business.
(New York, NY: Harper & Row, 307 p.). Management; Leadership;
Executive ability.
Abraham Zaleznik and Manfred F.R. Kets de
Vries (1985).
Power and the Corporate Mind. (Chicago, IL: Bonus Books,
288 p. [2nd ed.]). Executives--Psychology; Leadership; Political
psychology; Psychoanalysis.
Dale E. Zand (1997).
The Leadership Triad: Knowledge, Trust, and Power. (New
York, NY: Oxford University Press, 221 p.). Leadership; Decision
making; Control (Psychology); Trust.
Bryn Zeckhauser, Aaron Sandoski (2008).
How the Wise Decide: The Lessons of 21 Extraordinary Leaders.
(New York, NY: Crown Business, 212 p.). Senior Fellow,
Mossavar-Rahmani Center for Business and Government. Decision
making; Thought and thinking; Problem solving.
Formulae used by twenty-one of world’s most extraordinary leaders to make
consistent and smart decisions.
John H. Zenger, Joseph Folkman (2002).
The Extraordinary Leader: Turning Good Managers into Great
Leaders. (New York, NY: McGraw-Hill, 296 p.).
Leadership.
